Contract Management

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Terrell Owens will be out of the football fields for the next 2 to 4 weeks since he broke the ring finger on his right hand last Sunday during the game between the Dallas Cowboys and the Washington Redskins at Texas Stadium.

Terrell Owens made his formal Cowboys home debut and he caught three passes for 19 yards before he left the game. During the season’s opening at Jacksonville, Owens had six catches for 80 yards and a touchdown. The final result of this game was a 24-17 loss for Dallas.

The wide receiver was suspended or inactive for the last nine games of the 2005 season because of continuous problems with the Philadelphia Eagles front office, and then missed almost all of training camp and the preseason with the Dallas Cowboys due to a hamstring injury. Also, he has supposedly been fined $9,500 for not attending to a team meeting. The five-time Pro Bowl selection that used to disagree with coaches and management finished last season with 47 catches for 763 yards and six touchdowns over seven games.

Owens who may have surgery on Monday or Tuesday this week said he probably got injured on one of the first plays of the game when his hand got caught in one of the Washington Redskins’ jerseys. He played the rest of the game and had three drops, including a touchdown pass on the opening drive.

The Dallas Cowboys’ next game will be on Oct. 1st at Tennessee, and then, next week they will go to Philadelphia to confront Owens’ former squad: the Eagles. The football player signed a three-year, $25 million contract with Dallas during the off-season after he spent the last two seasons in Philadelphia.

Julie Smith
http://www.articlesbase.com/sports-and-fitness-articles/owens-out-of-the-fields-for-a-couple-weeks-57579.html

I am handle animals at my job. I have not been provided training on these animals at all (diets. temperament, possible diseases, etc.) They just gave me a shirt and said “let’s get started.” My questions and concerns go unanswered by management and I, in turn, cannot answer my customers’ questions. There are at least 48 cameras in the store; 2 of which are in a very small room, and 2 more in the "break room". I didn’t sign any contract to be under total surveillance. More times than not, my supervisors arrive 40 minutes late…leaving me out in the elements until they decide to show. I get minimum wage and my co-workers have a quick turnaround (fired, re-hire, replaced, walk-out, etc.). I show up early and work hard with little information or cooperation from management or staff. I am reluctant to take breaks because I am uncomfortable sitting down or eating while being watched (cameras). Do I have valid complain in any of this?

I know that the economy is still shifty. I don’t think reflects well on me to leave a job after only 3 months. And I need animal handling experience to go along with my degree. On the other hand, I am not learning anything and I may be one of 2 people that are more than mildly concerned with the animals’ welfare… (I think they quit yesterday).

Thanks for your responses ahead of time. Have a wonderful holiday.

Follow the trend…..quit………forget the 3 months on your next resume…….just a blip in your career goals………or you can start looking and a job that fits you……

From start-up to exit strategy, companies follow a predictable development path.

They don’t call “General Hospital” and “Days of Our Lives” soap operas for nothing. Back in the day they were watched by housewives while they did the laundry.

Remember the 2006 Super Bowl commercial for Pizza Hut, with a dumbstruck teenager, who could hardly believe his luck, when Britney Spears showed up.

And those Matlock reruns with their endless commercials for motorized wheelchairs and Medicare supplemental insurance, etc.

All successful marketers understand that you’ve got to get your message where the people for whom it was intended are most likely to already be. The excellent marketers are masters of the art and science of psychographic marketing.

Psychographic segmentation divides the market into groups based on social class, life style, and personality characteristics.

Research demonstrates that the types of reactions (behavior, purchases, etc.) of an individual will reflect that person’s characteristics and patterns of living.

For example, and established business (10+ years old) faces a range of predictable internal challenges.

Figure out how to connect with one person around one of these predictable events and you will have an endless string of prospects, other businesses just like them – with problems like the one you have become known for being able to solve.

While all business owners believe that “our business is different” in fact they are more alike than they can guess. If you can fix just one of these common problems there are millions more waiting for your expertise.

Regardless of the size of the organization, its culture, or legal ownership from shoe repair shop to labor union, a family structure defines how it operates.

No matter whether it is a non-profit or governmental organization, a century old family business or a publicly traded enterprise, it is likely to be organized based on a recognized family system basis.

Older people make the rules – young people are supposed to obey them. Insiders are treated better (more equal) than outsiders, qualifications and credentials not withstanding. Young people make waves (new ways of doing things), older people like the status quo, and on and on.

A family system exists in every organization structure. The structure and makeup of these businesses show up as typical responses to these predictable events.

The question is, how can you mold your services to help them deal with the predictable issues and challenges that occur in every family (aka business)?

Currently over eighty percent of all companies are defined as privately held and/or family owned with seventy-five percent of them having fewer than 100 employees.

That’s seven million companies across North America. And virtually 100% of the business growth in our lifetimes will be companies of five hundred or fewer employees and will be privately held businesses. That’s millions more opportunities for you.

Psychographically, what do all these companies and their owners, managers, and employees have in common?

Problems associated with getting along and working together as a team is one. Unresolved workplace conflict was responsible for sixty-five percent of all voluntary terminations in 2005. Imagine your value to a client if you can help them cut that figure in half.

Productivity is another, so is sales training – the list is endless. Often a very small percentage improvement will be worth a lot of money to the business owner and more than justify your fees.

When the company is profitable the owner/operator, not a bunch of faceless stockholders, puts the money in their bank accounts. If your services offer real “bankable” benefits, the people who hire you will be the direct beneficiaries of your efforts. That’s how to get referrals and a continuous stream of clients.

And if a family business loses money, it’s their money that’s being lost. Every nickel your services saves them adds directly to their bottom line. Helping people feel better about themselves while becoming a more evolved individual will get you a pat on the back. Helping them uncover issues that result in saving them a bunch of money will result in more business for you.

Whatever your special area of expertise – opportunities to market it, sell it, and deliver it are more abundant in the universe of family businesses, because there are so many of them and the people are tied together by a lot more than an employment contract.

By definition the people are related by blood, marriage, or life long relationships. You can’t easily choose, when things get rough, to stop being someone’s brother, cousin, husband, father, daughter, etc.

People often must work side by side in an interdependent, long term relationship with people they wouldn’t necessarily have chosen to work with, and they can’t (or won’t) easily leave.

They need to be able to get along with their family members at work, because they need to get along with them outside of work.

In addition to the normal business pressures, people in a family business have to juggle family and personal dynamics right along with other on-the-job stresses. For example, a family member feels that their mom/dad loves their brother/sister more and gives them preferential treatment at work.

If you can help people work this out you will have more clients than you can handle.

Or a brother-in-law with an advanced business degree gets passed over for president in favor of the son who can barely add a column of figures. Mixed messages coming from the senior generation often fuel feelings of entitlement, expectations, and envy.

A coach who helps members of a family business work together to establish and maintain an environment of shared goals can become a millionaire, in addition to the lives they touch and the good they do in the communities where their clients live.

Emotional issues regularly trump logic in the family business environment. Yours can be the voice of reason.

All of the business issues – leadership, management, human resources, marketing, succession planning, etc. – are exacerbated by the emotionally charged climate.

And these companies are everywhere. No matter the setting, when I tell people that I work with family businesses – if they are one, there is an immediate recognition. Since they are one, they are always interested in someone who understands people like them.

Family business owners are everywhere. They are at the Rotary Club, the Chamber of Commerce, and in your church. They are the fabric of society, every society, and when they feel that your services add value to the lives and companies of people like them, they will beat a path to your door.

Wayne Messick
http://www.articlesbase.com/marketing-articles/britney-spears-general-hospital-and-ben-matlock-understanding-psychographic-marketing-76889.html